PLANNING

1
PLANNING

• CHAPTER 3

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Planning

• HR Planning is the process of forecasting the
  organizations future employment needs and then
  developing action staffing plans and programs

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Constraints

• Internal
• Strategy
• Goals
• Organizational Culture
• Nature of Task
• Work Group Composition
• Leadership Style

• External
• Government Laws and Regulations
• Union
• Economic Conditions
• Labor Market/Force

4
Economic Conditions

• Economic expansion and contraction
• Job growth job opportunities
• Internal labor market mobility
• Turnover rates

5
Labor Markets

• Labor demand employment patterns KSAOs sought
• Labor supply labor force, demographic trends,
  KSAOs available
• Labor shortages surpluses
• Employment arrangements

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Labor Unions

• Negotiations
• Labor contracts staffing levels, staffing
  quality, internal movement
• Grievance systems

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Human Resource Planning (Ex. 3.5)

• 1. Determine future Human Resource requirements
• 2. Determine future Human Resource availabilities
• 3. Conducting external and internal environmental
  scanning
• 4. Determine gaps
• 5. Develop action plans to close gaps

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Initial Decisions

• Comprehensiveness of Planning
• Planning Time Frame
• Job Categories Levels
• Head Count (Current Workforce)- FTEs
• Roles Responsibilities

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Forecasting HR Requirements

• Statistical Techniques- Ex. 3.7
• Ratio Analysis
• Regression Analysis
• Judgmental Techniques (Human Decision Making)

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Forecasting HR Availabilities

• Existing employees may
• stay in same job
• be promoted
• transfer
• be demoted
• exit

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Forecasting HR Availabilities

• Statistical Techniques
• Markov Analysis
• Judgmental Techniques
• Executive reviews
• Succession Planning (Ex. 3.10)
• Vacancy Analysis (Ex. 3.11)

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Markov Analysis (Ex. 3.9)

• Limitations
• Small samples yield unstable estimates of future
  availabilities
• Cant detect multiple moves during specified time
  period
• Job category shouldnt be too broad (unit of
  analysis)
• Doesnt explain underlying causes among specific
  employees

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Environmental Scanning

• External
• Tracking trends developments in the outside
  world
• Conferences
• Publications
• Media
• What does the labor market look like for
  geologists over the next 5 years?

• Internal
• Understanding and keeping current on developments
  within the organization
• Quality of work life
• Strategic plans
• Attitudinal surveys
• Accident reports
• Training
• Will current employees be available in the next
  5 years?

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Gap Reconciliation (Ex. 3.13)

• Review Current Workforce
• Determine Gap
• Requirements
• - Availabilities
• Surplus or (Shortage)

• Considerations
• Promotions
• Transfers
• Retirements
• Voluntary Turnover
• Layoffs
• When is the gap material?

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Action Planning

• Staffing Objectives (headcount or qualifications)
• Generating Alternative Staffing Activities
• Assessing Alternatives
• Choosing Alternatives
• What do we do and how? Any contingencies?

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Alternative Staffing Activities (Ex. 3.15)

• Surplus
• Hiring freeze/attrition
• Layoffs
• Transfer
• Retrain
• Retirement incentives
• Reduce work week
• Reduce part-time and contingency workers
• Transfer work in

• Shortage
• New Hires
• Recalls
• Transfer
• Training/Retrain
• Overtime
• Part-time
• Contingent workers
• Transfer work out

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Workforce

• Core Workforce
• Regular Full-time
• Part-time (Job Sharing)
• Stability, Continuity, Predictability
  Qualification Control
• - Costly, Lock-in, Legal Compliance
• Flexible Workforce
• Temporary (agency) or staffing firms (Ex. 3.19)
• Independent Contractors
• Flexibility, Cost effectiveness, Market
  Abilities, Fit
• - Qualification Control, Learning Curves, Morale

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Staffing Philosophy (Ex. 3.17)

• INTERNAL
• Advantages Positive employee reactions to
  promotion within
• Quick method to identify job applicants
• Less expensive
• Little orientation time required
• Disadvantages No new KSAOs into the organization
• May perpetuate under representation issues
• Small labor market to recruit from
• Employees may require more training time

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Staffing Philosophy (Ex. 3.17)

• EXTERNAL
• Advantages Brings employees in with new KSAOs
• Larger number of minorities to draw from
• Large Labor market to draw from
• Employees may require less training time
• Disadvantages Negative reaction by internal
  applicants
• Time consuming to identify applicants
• Expensive to search external labor market
• New Employees require more orientation time

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Staffing Flows (Ex. 3.18)

• Eligible labor force
• Potential applicant population
• Applicants
• Candidates
• Finalists
• Offer Receiver
• New Hires

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Affirmative Action Plans (AAPs)(See Ex. 3.20)

• 1. Quantitative analysis
• 2. Placement goals
• 3. Action plans

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AA Programs Regulations

• Organizational profile
• Job group analysis
• Availability determination
• Placement goals
• Designation of responsibility
• Identification of problem areas
• Action-oriented programs
• Internal audit and reporting

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Legality of AAPs

• The plan should have as its purpose remedying
  specific past discrimination.
• There should be definite underutilization of
  women and/or minorities currently in the
  organization.
• Regarding non-minorities/males, the plan should
  not unsettle their legitimate expectations result
  in their discharge, and not create an absolute
  bar to their promotion.
• The plan should be temporary, and eliminated once
  aa goals have been achieved.
• All candidates should be qualified for the
  positions.
• The plan should include enforcement mechanisms
  and a grievance procedure.